Posts Tagged ‘innovation’


Step 12 of the Business Readiness Process: Assess Performance

Last week, I discussed the importance of exercising leadership before, during, and after an event or plan. Over the years, I’ve found that the most overlooked part of leadership is that which must occur after a plan has been implemented and is sufficiently advanced that there is an opportunity for learning.


Too many leaders miss a golden opportunity to learn from the grass-roots, explain their decisions, and improve by increasing future readiness. This is when leadership is often hardest, because everyone just wants to get back to business as usual. It takes extra effort and motivation to make a difference between a small improvement and big improvement in future performance.

The key to post-action leadership is After-Action Review (AAR). Ongoing feedback and leadership during execution are needed to ensure performance meets expectations and corrections are made. But there is usually also a need to modify training, structures, procedures and systems to get better in the future.

However, these changes must be institutionalized and systematized to be considered full Lessons Learned (LL). These combined AAR-LL processes have been developed by military forces to generate continuous organizational learning and performance improvement.

This ends my series on the Business Readiness Process. Next week I’ll start writing about other aspects of readiness, strategy, and leadership to complement what I’ve covered so far.

Stay tuned!

Recap of Business Readiness Process

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2016 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

Monday STAND TO!

By Richard Martin, Expert in Business Readiness and Exploiting Change

“Stand to!” is the order given to put troops in a high state of readiness. It comes from the trenches of the First World War, when forces on both sides would stand ready for action at the parapets just before dawn and just after dusk in case of surprise enemy attack. The practice continues to this day, although adapted to the realities of modern warfare and conflict. The order to “stand to!” encapsulates the whole theory and practice of military readiness, which is about awareness, anticipation, and preparation before, during, and after operations, in war and in peace.

It’s time for a change. My book Brilliant Manoeuvres came out in the fall of 2012 and since then I’ve been issuing Brilliant Manoeuvres just about every Monday morning to help, you, my faithful readers manoeuvre successfully to achieve outstanding growth in your business and leadership capacity.

I’ve decided to change my focus to generating and building your business readiness. This is also in line with my latest writing project, tentatively titled, Stand To! Military Readiness Principles to Thrive in Business and Propel Your Growth.

Why is military readiness relevant for business? In my practice as a business consultant, I’ve noticed that many, if not most, executives and entrepreneurs are well prepared to fight the last war, but not well positioned to fight the current one, much less the next one. They frequently have limited situational awareness, poorly adapted decision-making, planning, and communication processes, and are sluggish in leveraging opportunities, responding to threats, and mitigating risks. After all, change is permanent; the real question is whether a business can exploit it and shape it to its advantage, whether it is positioned to seize and maintain the initiative or to reel from successive blows of evolving markets and competition.

From Awareness to Robustness–What Is Business Readiness?

Business readiness is the capacity to exploit change by maximizing opportunities and minimizing risks and threats in order to grow and thrive.

The first level of business readiness is situational awareness, which I define as the ability to discern an organizational shock or environmental change that may lead to crisis, and to take a measured approach to avoiding, leveraging, or resolving it.

The second level of business readiness is preparedness. A well prepared organization is one which has identified a number of risks and threats beforehand and has taken measures to mitigate or even eliminate some of these through active prevention. Many organizations have contingency plans to deal with various disasters, emergencies, and crises due to technological or natural hazards. The quintessential ready organization is the fire department, which has a well-defined set of threats and risks and is structured, trained, and equipped exactly for that purpose. There are others, however, such as airports, hospitals and other health-care facilities, law enforcement agencies, etc. Firms such as builders, manufacturers and mining companies also must have plans and procedures in place to deal with accidents, technological hazards, competition, and socio-political opposition.

The highest level of business readiness is robustness, which I define as the ability to absorb change and shocks by shaping the environment and leveraging the inevitable risks, threats, and uncertainty. Not many organizations operate at this level of readiness. Military forces come to mind as singularly robust and they can be used in a number of areas beyond combat because of their built in resiliency, flexibility, and access to logistical and human resources anywhere, at any time. While they can provide a useful example of what is possible, the reality is that most organizations are currently not very capable in this regard.

What all of these levels have in common is a certain level of resiliency, the ability to bounce back from adversity and shock and to continue functioning adequately. Further to that, however, situational awarenesspreparedness, and robustness are functions of increasing flexibilityredundancy, risk-taking, resourcefulness, and individual/collective initiative. All of these capabilities can be built into an organization and inculcated into its leadership and employees.

I hope you’ll join me as I develop this theme over the coming weeks and months. Feel free to contact me at any time with suggestions, questions, or comments.

And remember… STAND TO!!!

© 2016 Richard Martin. Reproduction, forwarding, and quotes are permitted with proper attribution.

By Richard Martin, Expert in Business Readiness and Exploiting Change

One of the most useful ideas for conceptualizing any kind of change process is the S-curve. Perhaps you’ve seen one of these before. It looks like this:


The S-curve is the way natural and human phenomena grow and develop over time. For instance, the plot of a growth of bacteria or yeast in a laboratory follows the exact S-curve. Technically, it’s known as a logistic function, and when we plot it as a rate of growth, rather than cumulative growth, it forms a bell curve, although it doesn’t follow a normal, Gaussian, distribution. In other words, when something starts growing or spreading, it first starts very slowly, then it speeds up until it hits it hits a maximum, after which the growth/spread rate slows down until it basically tends to zero.

The S-curve approximates the cumulative growth or spread of just about any natural or man-made phenomenon, such as:

  • Penetration of a new market segment
  • Growth of new product/service category
  • Learning stages
  • Interest in topics
  • Abilities (which tend to plateau after a time)
  • Etc.

One of the more relevant business applications is in strategy formulation and execution. Take a look at the following S-Curve application. It shows how we can map the different phases of a product or market life cycle onto the S-curve. This gives an intuitive understanding that all good things must come to an end or, as I imply in the title of this piece, “What goes up, must (eventually) come down (or at least level off).”


New products or markets start as ideas, often as an external start up. I pluralize this because there should be a relatively high number of “experiments” and trials underway at any one time within a diversified company. Another strategy is to watch out for promising startups outside the business (or in an internal “skunkworks”) and then invest in them or simply acquire them once they start entering their rapid growth phase. Companies should have businesses (various combinations of product-market mix) in all stages of the life cycle in order to ensure a constant stream of growth generating ideas and strategic business units.

Another important phenomenon to note is the presence of a decline phase. Unless there is continuing investment in a business line or concept, it will eventually go into decline. We don’t necessarily know when, but we DO know it will happen at some point. This is another reason to be constantly replenishing the pipeline at the earlier life cycle stages of startup and rapid growth. The capital needed to invest in future ideas and growth will often come from the “milk cows” that are businesses in the maturity or plateau stage, although the latter can also provide a good source of financial capital through divestment.

© 2016 Richard Martin. Reproduction, forwarding, and quotes are permitted with proper attribution.

In the field of military strategy, it is well-known that the capacities to recognize changes in the environment and to react quickly thereto provide a considerable, if not essential advantage. The same capacities apply to business strategy.

I call these capacities strategic flexibility; they demand that one continually observe the environment in order make strategic corrections. Businesses that rest on their laurels or that ignore this need can be overtaken both by events and by their competitors.

This implies a quick, accurate method to make adjustments to strategy. Therefore, I propose a model of strategic flexibility I call the 7-M method. The method refers to the following: mission, market, mark targets, mass, manoeuvres, morale, and marketing. To these must be added the plan of action that successfully unites the efforts of stakeholders both upstream and downstream of the business in question.

  1. Mission is the distillation of what you offer the world and its value.  It’s what defines your unique competence and motivations and the needs you meet. A mission statement must communicate your intentions in a short, precise manner that can be understood by all concerned:  employees, customers, suppliers, and even competitors. The mission, therefore, serves as the guiding star for your business.
  2. Market represents the potential clients for your goods or services who might buy from you since you can meet their needs with good value in your products or services. Market include the target groups among your clients and their needs. Market also includes an analysis of current market suppliers and of the decision-making processes of potential customers in terms of their long-term, mid-term, and short-term goals. This permits opportunities to be exploited and possible risks to be minimized or avoided.
  3. Mark targets provide concrete objectives that can be measured as part of your action plan. The ultimate target for your business constitutes your vision of where you want to be, say, in a year- and-a-half or two years hence. From this vision one can identify a hierarchy of goals, tasks, and results to be obtained.
  4. Mass refers to the most economical and effective ways of concentrating resources in order to meet goals as quickly as possible. This requires an analysis of your key strengths and weaknesses in order to permit success in your market.
  5. Manoeuvre refers to the operations according to the elements of the action plan including ensuring that the necessary tools and resources are available to permit successful operations. This includes the delegation of responsibilities such that people have sufficient margin of manoeuvre so they can respond successfully to opportunities and threats in the environment.
  6. Morale refers to the willingness of people to persevere in order to reach goals. While the welfare and the happiness of employees is important, it is not the be-all-and end-all of your business. Clear vision, mission, and plans are the key to good morale. As well, clear-headed analyses of risks to the execution of strategy and action plans along with contingency plans permit the prevention and minimization of possible risks to success.
  7. Marketing is the last, but certainly not the least part of flexible strategy. It requires clear messages of internal and external communication. There are three elements to a good marketing plan: general marketing vis-à-vis the overall brand and image of the company; marketing campaigns designed to meet customer needs within given geographical territories; plans for business development and sales that will permit successful, long-term and repeated relationships with customers that also will lead to establishing a solid reputation and possible new clients.

The action plan is the key to success because a vision without the required resources and concrete actions is only a hallucination. The essential elements of a good action plan include: a description of the situation being addressed such that readers will understand the purpose of the plan; the mission statement; detailed activity and resource plans; support and administrative requirements; internal and external communication plans; and the assigning of responsibilities to key personnel.

Obviously, doing all the above without the aid of an experienced expert in strategic and operational planning and leadership will be difficult. I invite you to contact me with your questions and suggestion of businesses and people that might benefit from application of the 7-M method. In the meantime, start with a description of your mission statement and an analysis of your potential markets; performing these steps alone should provide you with immediate benefits.

© Alcera Consulting Inc. 2016. We encourage the sharing of this information and forwarding of this email with attribution. All other rights reserved.

  • You learn more by moving than by staying put. The normal impulse is to stay put and defend your position when you don’t know where to go or what to do. Unfortunately, this leaves you open to rapid change in the market as well as competitive threats. Moving gradually into a new market or a new product or service category gives you time to learn and adjust your approach without over-investing at the beginning. You also get to pull back if, as often happens, you’ve made a mistake or misjudged the situation.
  • Advance on a wide (or wider) front. It’s best to send scouting parties to report back about the lay of the land and the enemy’s positions, then to follow up with more forces if you’re successful. In business, this can mean trying many, small experiments with new products or markets to see what will happen, and then preserving those that succeed.
  • Don’t put all your eggs into one basket. If you can’t make accurate and timely predictions to know what will succeed in the long run then it stands to reason that you need to diversify investments and assets. This doesn’t mean becoming a conglomerate. It is preferable to experiment in a controlled manner at the edges of the business while using profits in existing business lines to fuel that exploratory work.
  • Always cover your moves. When I was a young infantry officer, we were taught to cover our moves with a firebase that could provide support in case we came under enemy fire. It’s better to move gradually over time into a new market or with a new strategy by small steps. This can be done remarkably quickly if you keep up the pressure by making incremental changes in a deliberate and consistent manner.
  • Reinforce success with backup forces. Once you have made it through the enemy’s front lines, apply resources to reinforce the initial breakthrough. The same notion applies to experimental business efforts. Success with one or some of them can be reinforced with new resources or with resources transferred from existing business lines. The result can be better positioning for the future.
  • Maintain reserves to exploit success. All of these principles require some level of resources, first to experiment and then to reinforce success by investing in the winners. This requires the maintenance of cash reserves or access to capital either from an existing business line, by borrowing, or by attracting new investors.
    I’m never too busy to discuss your needs or those of anyone else you feel may benefit from meeting or talking to me. So feel free to contact me at any time!

The best way to defeat an entrenched enemy is to go around him, exposing weaknesses and gaps in the defence, and exploiting them to go beyond his defences in order to threaten his whole position.

  • Are there customers, segments, or entire markets that are currently inadequately served or ignored by established competitors?
  • Are there existing products and services that could be modified to better meet these needs?
  • Are there components or technologies that could be re-combined or suitably modified to meet these needs?
  • Could you effectively outflank and bypass the competition by exploiting these under-served or ignored needs?
  • What competencies and resources can you bring to bear to exploit these opportunities?
  • What financial, human, technical, marketing, and sales capabilities could you develop or acquire to bypass the competition?
  • Can you keep the risks within acceptable bounds? What means could you use to do so?

Richard Martin is a Master Strategist and Leadership Catalyst. Richard brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.

Innovation and competition are always at the forefront of my discussions with my prospects and clients, specifically, how to make them work together so a company or organization can thrive.

I used to think the motor of innovation was trial and error experimentation, but my thinking has been evolving. Experimentation is how innovation takes place, but it is competition that is in the driver’s seat. In other words, the motivation to invent and tinker is what is driving people to innovate, not the mechanism of experimentation.

I enjoy history; so a few historical examples will illustrate my point. The Italian Renaissance was based on the discovery and spread of the ideas and writings of Classical Antiquity. But what drove people to look for, translate, and disseminate ancient works by philosophers, scientists, architects, and playwrights? It was competition between Italian city-states, and their sponsorship of thinkers, researchers, creators, and innovators. The Florentine Medici’s were probably the most active in this regard. It was their arrogance, egotism, and power-hunger which drove them to encourage and provide commissions artists and humanist intellectuals in their midst. It’s that flowering of rivalry and civic pride that drove the flowering of arts and philosophy that created Leonardo and Michelangelo. As an aside, the latter were always in competition with each other for commissions and repute.

The humanist ideals and thinking of the Renaissance couldn’t have spread to Northern Europe though without the impulse of the Protestant Reformation. It was anger at the abuses of the Catholic Church that led Martin Luther to lead the initial religious reforms. But it probably wouldn’t have happened without the political and economic fragmentation that reigned in the German Holy Roman Empire. Local potentates were eager to break free of papal and imperial authority, and this generated religious competition and political competition. This in turn created a market for ideas and writings.

By the late 16th and most of the 17th centuries, the Calvinist Dutch provinces became a magnet for thinkers who wished to work and publish with minimal hindrance from political and ecclesiastic authorities, Protestant or Catholic. It is no accident that the originators of modern science and thought, luminaries such as Descartes, Gassendi, Galileo, Hobbes, and Locke, either chose to settle in Holland or to publish their works there. Yes, there were incessant wars, revolts, and other forms of social struggle throughout Europe. Millions of people died for the sake of ideas about freedom, justice, or just plain hubris. But it was this state of confusion and intense rivalry that fuelled the Renaissance, the Reformation, and the Scientific Revolution.

Other examples of innovation and creativity driven by competition and hubris abound. For instance, Darwin came up with the essentials of his theory of natural selection and natural evolution about 20 years before he decided to publish it. It was when he learned that Alfred Russell Wallace was about to scoop him that he rushed The Origin of Species to the publisher. Darwin was constitutionally anxious about upsetting established ideas and making enemies. It was the threat of someone else getting all the credit that outweighed his fear and anxiety about rocking the boat. And rock it he did.

I bring up these examples because we sometimes feel compelled to be “team players” and avoid rocking the boat. We don’t want to upset the perception of good feelings within an organization or company. However, as we see from history, it is ego-motivated competitiveness that drives innovation. Creators, tinkerers, inventors, and artists of all kinds want to be recognized and get the credit and glory that go with their products and ideas.

Free market economies with minimal regulation and interference are conducive to growth, creativity, innovation and development. The previous government of the Province of Quebec had created a program to choose economic “gazelles” for state support. Thankfully, the current Liberal government canned that idea as soon as it assumed power and the project was stillborn. How can you choose which companies and which ideas will work on the economic front? You can’t. It is free choice and competition that does this. If some companies fail at the attempt, that’s the price of innovation and economic development. Protection only works for the seemingly well-ensconced privileged few, and even then over the short term. That doesn’t just include “capitalists,” but also protected guilds, trades, and various commercial oligopolies.

The Uber threat has done more for competition and innovation in the taxi industry in one year than happened in the last three decades! Taxi companies that were sitting in the warm sun like fat cats have decided to launch competing applications, open up to some competition, maybe even including quicker service, cleaner cabs, nicer drivers, and demand-driven fees. Who knows what can happen next?

I have my money on hover cabs like they showed in the movie The Fifth Element.

I’m never too busy to discuss your needs or those of anyone else you feel may benefit from meeting or talking to me. So feel free to contact me at any time!

Richard Martin is a Master Strategist and Leadership Catalyst. Richard brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.